APPRECIATIVE INQUIRY A

TOOL TO STRENGTHEN
ORGANIZATIONAL
DEVELOPMENT

WORKSHOP OBJECTIVES
1.
2.

3.

Provide participants with an orientation on the

Appreciative Inquiry approach.
Share knowledge on how to implement the
process within their own organization by
actively engaging the participants in the
process.
Provide a workable document on best
processes and skills participants can own
and use at their jobs daily

WHAT IS APPRECIATIVE INQUIRY

(AI)?
An evaluation process that inquires into, identifies, and
further develops the best of what is in an organization
in order to create a better future (Coghlan, Preskill,
Catsambas, 2003).

An approach to organizational analysis and learning.

Intended for discovering, understanding and fostering

innovations in social organizational arrangements and
processes.

Based on the belief that human systems are made and

imagined by those who live and work within them.

Seeks out the best of what is to help ignite the collective

imagination of what might be.

AI AND ORGANIZATIONAL
DEVELOPMENT
Appreciative organizing is based on the
assumption that the continuous creation and
sharing of meaning is crucial to the full
engagement of individuals and to the capacities
of the organization for fluid and effective
transformation. (Anderson et al., 2008)
Thus, approaching program evaluation and
strategic planning from an appreciative
perspective can help to increase stakeholder
investment and utilization.

COMPARE APPROACHES
Evaluative Questions

What are the big problems in

this organization?

Why have systems and

procedures not worked?

Deficit Problems

Appreciative Questions

Low morale
Lack of Commitment

Under what circumstances is this

organization most effective?
What systems and procedures are
most effective?

Affirmative Topics

Moments of high enthusiasm

Creating and sustaining positive
energy

WHY USE APPRECIATIVE INQUIRY?

An interactive and engaging process

Increase

in stakeholder buy-in
Decrease in resistance to evaluation and change

Less anxiety provoking the more traditional

approaches

TYPICAL CRITICISMS

It ignores or even denies problems!

Too soft? Focus on stories.

Doesnt dig deep enough!

How is it used?
To

build on assets and strengths (whats

working)

Creative

change

plan and develop organizational

philosophy for guiding the evaluation

4-D CYCLE
Affirmative
Topic Choice
Discovery
Discovery
What
Whatgives
giveslife?
life?
(The
best
of
what
(The best of whatis)
is)
Appreciating
Appreciating

Destiny
Destiny
How
to
empower,
How to empower,learn,
learn,
and
andadjust/improvise?
adjust/improvise?
Sustaining
Sustaining

Positive
Core

Dream
Dream
What
Whatmight
mightbe?
be?
(What
is
the
world
calling
(What is the world callingfor)
for)
Envisioning
Results
Envisioning Results

Design
Design
What
should
What shouldbe--the
be--theideal?
ideal?
Co-constructing
Co-constructing
Source: MacCoy & Engman (2006, October). Appreciative Inquiry in Evaluation. Presentation given at UKES/EES
Joint Conference, London, UK

I understand it.
I like it
How do I do it?

PHASE 1: APPRECIATE

Identify the best of what is:

Paired interviews

Core questions:

Best or peak experience: discuss conditions in areas

of past successes- what was it, how did it happen,
what skill was applied, how could we do more of
this in the future?

Share stories in groups of 4-6

Identify common experiences

MINI INTERVIEW QUESTIONS

1.

2.
3.

Tell me about a peak experience or high point in your

professional lifea time when you felt most alive, most
engaged, and really proud of yourself and your work.
Without being humble, what do you most value about
yourself, and the way you do your work?
What unique skills and gifts do you bring to this team and
organization?

4.
5.

Your work?
Your team?
Your organization and its larger contribution to society or the
world?

What are the core factors that give life to your work at
OAGF, when it is at its best?
If you had a magic wand, and could have any three wishes
granted to heighten the health and vitality to your work at
OAGF, what would they be?

IDENTIFYING COMMON
IDEAS/THEMES
In small groups
In your groups share your partners highlights, focus
on great stories they heard, along with inspiring best
practices and ideas. Then continue to share stories
and determine factors that contributed to their high
point experiences.
Share themes and stories with entire group
Each small group shares one or two great stories with
the whole group stories that represent the essence
of what the small group has been learning.
As we talk, we develop themes and make a master list

Now lets go back and think

some more about the
future

PHASE 2: DREAM

Identifying images of a desirable future

Small groups envision a possible future state

What will the program/organization look like 3,

5, 10 years from now?

Visions shared in words and/or visual images

Groups share their vision and images

Discussion of themes.

PHASE 3: DESIGN

Translating the vision into actionable statements

Develop provocative propositions or possibility
statements for themes from stories and visions
Stretch the imagination, go beyond the obvious
Represent the organizations social architecture
(culture, leadership, policies, business processes,
communication systems, strategy, relationships,
structure)
All stated in the affirmative and present tense

PHASE 4: DESTINY

Making the provocative propositions become

reality

Participants select those propositions they wish

to work on

Monitor, evaluate and celebrate progress

Keep the conversations going

QUESTIONS?